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Leader‐follower interactions: relations with OCB and sales productivity

Hannes Zacher (School of Psychology, The University of Queensland, Brisbane, Australia)
Nerina L. Jimmieson (School of Psychology, The University of Queensland, Brisbane, Australia)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 18 January 2013

Abstract

Purpose

Based on substitutes for leadership theory, the aim of this study is to examine followers' learning goal orientation as a moderator of relationships among transformational leadership, organizational citizenship behavior (OCB) and sales productivity.

Design/methodology/approach

Data came from 61 food and beverage attendants of a casino, and were analyzed using regression analyses.

Findings

Transformational leadership was positively related to both OCB and sales productivity. Learning goal orientation moderated the relationship between transformational leadership and OCB, such that transformational leadership was more strongly related to OCB among followers with a low learning goal orientation than among followers with a high learning goal orientation.

Research limitations/implications

Limitations of the study include the small sample size and cross‐sectional research design.

Practical implications

Organizations could train supervisors to practice a transformational leadership style and to take followers' learning goal orientation into account.

Originality/value

The findings of this study suggest that, with regard to OCB, a high learning goal orientation of followers may act as a “substitute” for low levels of leaders' transformational leadership.

Keywords

Citation

Zacher, H. and Jimmieson, N.L. (2013), "Leader‐follower interactions: relations with OCB and sales productivity", Journal of Managerial Psychology, Vol. 28 No. 1, pp. 92-106. https://doi.org/10.1108/02683941311298887

Publisher

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Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited